Ask Yourself Thirteen Questions Before Starting A Business.

The threshold of starting a business today is getting lower and lower, but the difficulty of starting a business is bigger and bigger. There are more and more competitors.

As an entrepreneur, what you need is the attention of the investor. You want his eyeballs to stay on you for 30 seconds, then you have 30 seconds.

So you should know what investors need, and then you go straight to the point.

What investors most want to know is business logic, and logic is how you think about one thing.

The following 13 questions about "operational logic" are the basis for investors to judge.

If you can get the answers to these 13 questions ready, you can't guarantee that investors will invest in you, but they will be very impressed by you.

1. positioning of enterprises, the positioning of enterprises reflects the business strategy of enterprises. In the industry value system, you should clearly define your role with your products and services.

We say that Rolex sells the identity and prestige attached to the product. Coca-Cola sells brands and recipes.

Investors are always trying to get your orientation from your business plan, and further, you need to have a different position.

The 2. executive summary is the only opportunity to attract investors to know your plan.

In Silicon Valley, the standard business plan will not exceed 20 pages, and the execution should be more than 300 words. No more than 10 Pow erpoint should be used for demonstration.

A logical structure can be concluded in a few words.

The focus of the executive summary is that you should explain the following aspects in a sequence: market, team, finance and technology.

Why do you want to do 3.?

Why do we do it now?

Why do you do it?

Legitimacy is not legitimacy, but correctness.

Knowledge and technology entrepreneurship usually involves finding problems and then solving problems without good diagnosis.

It did not clearly explain why there is a way to solve the problem with investors, and there are other ways to solve the problem. This is just a simple step from WHY to solving the problem, instead of answering the three WHY above.

4. what risks do you take?

You can not prepare lifeboats for yourself.

If you go to start a business today, the investor needs to see what your risk is. Investors are more concerned about how much time, resources and money you have invested in it. Even if you are willing to give up your already stable job and income for him.

Investors will not be willing to take on greater risks than you do.

The vision and business model of the 5. enterprise indicates that the good idea is properly packaged.

You should label your company with a clear vision, and what pattern your business will become in the next few years, so that investors can have expectations.

6. products and services are basically introduced.

Entrepreneurs do not need to disclose the core technical issues in the business plan. You can make him feel funny.

What are the 7. problems that most want to solve?

To solve problems rather than create problems.

Because investors may be strange to your field, investors may find that you can achieve the same effect without having to pay the cost.

You have to clearly define what kind of problems you are going to solve rather than over designing them.

The solution is to find the market.

Is the 8. team complete?

What talents are lacking?

He knows his shortcomings, honestly faces it and asks for help.

The team of entrepreneurs usually has a feature called "the same with each other" and "birds of a feather flock together". Can you say that you can win the battle through the competition of other excellent combinations in the market?

The team should attract outstanding people from all walks of life to join.

If your team is willing to admit your weakness, you may get the help of investors, and you will get the sincerity of investors.

The relationship between board and entrepreneurial team should be the relationship between friends.

9. where are the customers?

How to keep them?

If you are a customer, how will you choose?

You should explain this to investors, but don't talk nonsense.

Some people say that the way I keep customers is to constantly give him a coupon, which is not a strategy to retain customers at all. As long as others give more discount coupons, customers will leave immediately.

We should develop customers with good products and services.

You have to let customers experience the irreplaceable value beyond the price.

Where are the competitors of the 10. investors?

What is the core competitiveness?

In the new economic era, competitors are everywhere.

Tell your investors where the competitors are, that is, to let investors know what the potential risks of their investments are.

What is the core competitiveness?

It is to develop your core members and use your core technology to achieve your core goals.

What is the market share of 11.?

How to deduce?

In fact, there is only a thin line between positive and positive or wishful thinking.

If you do not advance or retreat, you should have a fast growing plan. You should tell investors how ambitious you are, how much market share you will get in the shortest time, and the opportunity for investment talents to return for investment.

You have to prove the credibility of your inferences.

When will 12. profit and loss be balanced?

How to deduce?

The inference must be supported by data, not by imagination.

13. introduction of professional vocabulary, expression and communication skills is an important characteristic of business leaders.

Communication and communication is not only a question of eloquence. In the face of investors, shareholders and those who are not professional, you should have the ability to talk about your profession and understand their likes.

Du Jun, editor in chief: